Chapter - 13
Meetings and Presentations
Definition of meeting
A meeting is usually a formal interaction or discussion among a group of people for a specific purpose. Generally people come together to exchange information in a planned manner and discuss issues set out before them to arrive at decisions, solve problems, etc. meeting are usually planned and are routinely held in business organization. A meeting can be formal or informal. as regards a formal meeting there is set rules for convening it and conducting it, with a written record of its proceedings. it requires a notice which is a call, an invitation to attend it. It has a agenda or list of things to deal with, and the outcome is systematically written in the form of minutes. An informal meeting can be without any written notice, for instance a staff union meeting in the lunch room to discuss a picnic.
The purpose of holding meeting are :-
➤ To reach a common decision/agreement
➤ To solve a problem
➤ To understand a situation, exchange ideas and experiences
➤ To inform explain, and present ideas
➤ To give and get feedback on new ideas
➤ To give training
➤ To plan and prepare action
➤ To resolve differences and misunderstanding
➤ To generate enthusiasm and seek cooperation
➤ To review past performance and evaluate it
➤ To create a feeling of continuity and solidarity in a body' working
Meeting masters have suggested seven main principles of meeting. Seven general principles which, taken together, provide a model for successful meetings. Meetings should be seen as orchestra performances: cooperative ventures requiring preparation and a definite agenda. Agendas should be set based on the material to be covered. New business and reports should be avoided. Meetings should be proactive, and should seek to produce decisions which advance the interests of all stakeholders.
Key Meeting Principles
➤ The orchestra Principle :-TropmanTropman recommends the use of the orchestra metaphor for meetings, for it suggests the interaction, the preparation, and the ongoing contribution that all members make, even those who play only a few notes.
➤ Three Characters Principle:- There are only three things you can do in a meeting, and you should be crystal clear in your agenda about which you are doing:
- Announce things
- Decide things
- Discuss things
➤ The Role Principle:- everyone has a role to play in a meeting, whether as a leader or follower, and they periodically change. If a meeting fails, it is because those in attendance did not properly fulfill their roles – it’s not just the chair’s fault.
➤ No New Business Principle:- new business is one of the great enemies of the contemporary meeting – it has no place in a meeting because nobody knows anything about it and is not prepared to intelligently discuss it or make a decision about it.
➤ No More Reports Principle:- meetings should not be oral newsletters – if important news needs to be shared, then these should be included under announcements. But the typical practice of “let’s go around the room and report” is a time waster because it’s simply an exercise in making yourself or your department look good.
➤ High Quality Decision Process:- one has a sense that a variety of views are heard, disassembled, and reassembled in combination with the views of others – to actually construct a decision that advanced the interests of all the stakeholders. In other words, because of the meeting, there is a sense that the organization is ahead of where it was before the meeting.
The rule of six
➤ About one-sixth of the items on agenda should be from the past. These have not been completed or perhaps have been deliberately held over from the previous meeting.
➤ About four-sixths of the items should come from the present. These are important issues that need to be dealt with immediately.
➤ About one-sixth of the items should relate to the future. These are issues which are likely to be important in the future and which are worth discussing before they become urgent.
➤ The Three Fourths Rule:- participants should get relevant materials ahead of time – about three fourths of the way to the next meeting – materials should include the agenda, minutes, and any reports that will be discussed (properly condensed with an executive summary).
➤ The Rule of Two Thirds:- all meetings are divided into three parts – the “get-go”, the heavy work and the decompression. The first third contains announcement items and easy decision items, the middle third contain harder decision items, and the last third contains items that are up for discussion but not for decision. The bottom line is that the energy of the meeting is focused in the first two thirds.
The role of chair
Formal meetings are usually structured. The role of chair is very important.
The chairperson’s role is to run meetings in a way that encourages decisions. The chairperson should allow fair and open discussion of matters and stick to the agenda, so that decisions can be made. The chairperson also ensures the business meeting is effectively and efficiently conducted. He/she also makes sure that the meeting follows the order specified agenda. He/she makes sure that everybody present has the opportunity to participate the discussion. He should make the meeting democratic and allow all participants to express their views and opinion clearly.
Developing the agenda
An agenda is a list of topics organized in an order to be discussed during a meeting. The agenda should communicate all the information of meeting to members. The meeting process starts by developing an agenda. The agenda may be written in the form of a letter by combining the notice with the agenda and signed by the secretary. The agenda provides an outline of what will be considered in the meeting. It defines the structure of the meeting and sets order of the business to be conducted. More specially, an agenda includes the date, time and place of the meeting; apologies for absence, review of minutes from the last meeting, matters arising from it , any correspondence received, reports from representatives from different thematic committees, any other business and finally the task to determine date and topic for next meeting.
Agenda: Each item on the agenda should have a title that is understandable, a longer description in a sentence underneath it, the name of the person responsible for it, the character of the activity (announcement, decision, discussion item), and the time allotted
The Agenda Bell: Following the two thirds rule, a meeting can be visualized as a bell curve, with the beginning third of the meeting designed for announcements and easier decisions to build a positive atmosphere and momentum, the middle third where the quality of mental and physical alertness is highest for the hard items, and the last third for easier discussions and decompression.
Minutes
Minutes are the official written records of a meeting. They are the outcome of meetings and discussions that could be important in informing and enriching official documents or reports are the official written record of topics discussed and decisions made by officials of an organization or group. The minutes of a meeting can be very different in style. Organizations follow a standard format to write the minutes, generally consisting of these sections: heading, names of participants, approval of previous minutes, action taken, announcements, next meeting date, adjournment, signature etc. a minute is written in two separate paragraphs:
First paragraph summarize the main points in the discussion;
Second paragraph summarizes the decision take or the action agreed, naming whoever has to carry it out, and giving the timescale or deadline.
Procedures and techniques to improve meetings
There are several techniques to improve the particular aspects of meeting. They are :-
Brainstorming:
In this stage all the ideas are generated and are recorded for later consideration. Brainstorming sessions usually have someone to lead the session who can enforce the rules and act as scribe. This first stage should also have a definite time limit, say ten minutes. During this time, everyone in the group must obey the following rules:
➤ No evaluation: no one is allowed to criticize or evaluate any of the ideas being expressed;
➤ No censorship, so all ideas are accepted and recorded;
➤ Participants are encouraged to produced as many ideas as possible in the given time;
➤ Participants are encouraged to hitch-hike, i.e. to build upon the ideas that have been suggested by others in the group.
Structured problem-solving
Structured problem-solving is the philosophy on which techniques like brainstorming are based: breakdown the problem-solving process into discrete stages and then deal with each stage in turn:
➤ Study/discuss/analyse the situation;
➤ Define the problem;
➤ Set our goal;
➤ Generate alternative solution;
➤ establish evaluation criteria;
➤ evaluation alternatives;
➤ choosing among alternatives
Nominal group technique:
Nominal group technique (NGT) is defined as a structured method for group brainstorming that encourages contributions from everyone and facilitates quick agreement on the relative importance of issues, problems, or solutions. Team members begin by writing down their ideas, then selecting which idea they feel is best. Once team members are ready, everyone presents their favorite idea, and the suggestions are then discussed and prioritized by the entire group using a point system. NGT combines the importance ratings of individual group members into the final weighted priorities of the group. The steps of this process are:-
➤ the problem is fully expressed.
➤ Individuals work independently to write down ideas and possible solutions.
➤ Each individual presents one idea to the group in turn until all the ideas are recorded.
➤ Each idea is discussed, clarified and evaluated by the group.
➤ Individuals privately rank the ideas.
➤ The group decision is the idea which achieves the highest average ranking.
Delphi:
The Delphi method is a forecasting process framework based on the results of multiple rounds of questionnaires sent to a panel of experts. After each round of questionnaires, the experts are presented with an aggregated summary of the last round, allowing each expert to adjust their answers according to the group response. This process combines the benefits of expert analysis with elements of the wisdom of crowd.
KEY TAKEAWAYS
➤ The Delphi method is a process used to arrive at a group opinion or decision by surveying a panel of experts.
➤ Experts respond to several rounds of questionnaires, and the responses are aggregated and shared with the group after each round.
➤ The experts can adjust their answers each round, based on how they interpret the "group response" provided to them.
➤ The ultimate result is meant to be a true consensus of what the group thinks.
Encouraging team innovation
There are four factors to encourage team innovation. They are :-
➤ Vision;
➤ Participative safety;
➤ Climate for excellence;
➤ Support for innovation.
These factors accurately predict whether a team will be able to produce innovative ideas and solutions.
Decision-Making Strategy
A group or committee should consider its presents strategy for making decision
To avoid making a bad decision, you need to bring a range of decision-making skills together in a logical and ordered process. Systematically combining a range of decision-making tools can help us make highly effective decisions, either individually or as part of a group. The seven-step strategy is:
1.Investigate the situation in detail.
2.Create a constructive environment.
3.Generate good alternatives.
4.Explore your options.
5.Select the best solution.
6.Evaluate your plan.
7.Communicate your decision, and take action.
Step 1: Investigate the Situation in Detail
Decisions often fail because key factors are missed or ignored from the outset. So, before we can begin to make a decision, we need to fully understand our situation.
Start by considering the decision in the context of the problem it is intended to address. We need to determine whether the stated problem is the real issue, or just a symptom of something deeper.
Look beyond the obvious. It may be that our objective can be approached in isolation, but it's more likely that there are a number of interrelated factors to consider. Changes made in one department, for example, could have knock-on effects elsewhere, making the change counterproductive.
Step 2: Create a Constructive Environment for Our Decision
Spend some time preparing ourselves before diving in to the facts and figures.
Remember that most decisions will affect other people too, so it helps to create a constructive environment in which to explore the situation together and gain support.
This is especially true when we have to rely on other people to implement a decision that we're responsible for. We'll need to identify who to include in the process and who will be part of any final decision-making group, which will ideally comprise just five to seven people.
Enable people to contribute to the discussions without any fear of the other participants rejecting them and their ideas. Make sure that everyone recognizes that the objective is to make the best decision possible in the circumstances, without blame.
Step 3: Generate Good Alternatives to Decide Between
The wider the options we explore, the better our final decision is likely to be. Generating a number of different options may seem to make your decision more complicated at first, but the act of coming up with alternatives forces you to dig deeper and to look at the problem from different angles.
This is when it can be helpful to employ a variety of creative thinking techniques. These can help us to step outside your normal patterns of thinking and come up with some truly innovative solutions.
Brainstorming is probably the most popular method of generating ideas.
Step 4: Explore our Options
When we're satisfied that we have a good selection of realistic alternatives, it's time to evaluate the feasibility, risks and implications of each one.
Almost every decision involves some degree of risk. We'll need a structured approach for assessing threats and evaluating the probability of adverse events occurring – and what they might cost to manage. We'll also want to examine the ethical impact of each option, and how that might sit with your personal and organizational values.
The resources highlighted below offer tried-and-true models to help us.
Step 5: Select the Best Solution
Once you've evaluated the alternatives, the next step is to make your decision!
If we have various criteria to consider, use Decision Matrix Analysis to compare them reliably and rigorously. Or, if we want to determine which ones should carry most weight in your decision, conduct a Paired Comparison Analysis.
If our decision is being made within a group, techniques such as multi-voting and the Modified Borda Count can help our team reach an agreement.
When anonymity is important, decision-makers dislike one another, or there is a tendency for certain individuals to dominate the process, use the Delphi Technique to reach a fair and impartial decision. This uses cycles of anonymous, written discussion and argument, managed by a facilitator. Participants do not meet, and sometimes they don't even know who else is involved.
If we're working with an established team, Hartnett's Consensus-Oriented Decision-Making Model is useful for encouraging everyone to participate in making the decision. Or, if we're working with several different teams, or a particularly large group, assign responsibility for each stage of the decision-making process with Bain's RAPID Framework, so that everyone understands their responsibilities and any potential in-fighting can be avoided.
Bottom of Form
Step 6: Evaluate our Plan
After all the effort and hard work we have invested in evaluating and selecting alternatives, it can be tempting to forge ahead at this stage. But now, more than ever, is the time to "sense check" our decision. After all, hindsight is great for identifying why things have gone wrong, but it's far better to prevent mistakes from happening in the first place!
Before starting to implement your decision, take a long, dispassionate look at it to be sure that you have been thorough, and that common errors haven't crept into the process.
Our final decision is only as good as the facts and research you used to make it. Make sure that your information is trustworthy, and that we've done your best not to "cherry pick" data. This will help us avoid confirmation bias, a common psychological bias in decision making.
Discuss our preliminary conclusions with important stakeholders to enable them to spot flaws, make recommendations, and support your conclusions. Listen to our own intuition, too, and quietly and methodically test assumptions and decisions against your own experience. BRAIN BRAN BRAND is a useful tool for this. If you have any doubts, examine them thoroughly to work out what's troubling you.
Use Blindspot Analysis to review whether you've fallen prey to problems like over-confidence, escalating commitment, or groupthink. And consider checking the logical structure of your process with the Ladder of Inference, to make sure that a well-founded and consistent decision emerges at the end.
Step 7: Communicate our Decision, and Take Action
Once we've made our decision, we need to communicate it to everyone affected by it in an engaging, informative and inspiring way.
Get them involved in implementing the solution by discussing how and why we arrived at your decision. The more information we provide about risks and projected benefits, the more likely people will be to support it.
If people point out a flaw in our process as a result, have the humility to welcome their input and review your plans appropriately – it's much better to do this now, cheaply, than having to do it expensively (and embarrassingly) if our plans have failed.
Strategies for effective meetings
We want an efficient and effective meeting, but recognize that group communication by definition can be chaotic and unpredictable. To stay on track, consider the following strategies:
➤ Send out the last meeting’s minutes one week before the next meeting.
➤ Send out the agenda for the current meeting at least one week in advance.
➤ Send out reminders for the meeting the day before and the day of the meeting.
➤ Schedule the meeting in Outlook or a similar program so everyone receives a reminder.
➤ Start and end your meetings on time.
➤ Make sure the participants know their role and requirements prior to the meeting.
➤ Make sure all participants know one another before discussion starts.
➤ Formal communication styles and reference to the agenda can help reinforce the time frame and tasks.
➤ Follow Robert’s Rules of Order when applicable, or at least be familiar with them.
➤ Make sure notes taken at the meeting are legible and can be converted to minutes for distribution later.
➤ Keep the discussion on track, and if you are the chair, or leader of a meeting, don’t hesitate to restate a point to interject and redirect the attention back to the next agenda point.
➤ If you are the chair, draw a clear distinction between on-topic discussions and those that are more personal, individual, or off topic.
➤ Communicate your respect and appreciation for everyone’s time and effort.
➤ Clearly communicate the time, date, and location or means of contact for the next meeting.
Why are oral presentations important?
Oral presentation is a talk or speech delivered to an audience in order to present a new product, ideas, or piece of work. Oral Presentation is one of the best platforms where non verbal cues are combined with effective verbal skills adding a broader aspect to your communication. It allows individuals to present their thoughts and views confidently in-front of a live audience. Although this task requires lots of efforts, ideas and enthusiasm, therefore proper planning, preparation, and practice gets important if we really aim to deliver an effective oral presentation.
Oral presentations are important because they are now very common. Some organizations now use presentations in meetings where previously they might have circulated lengthy written reports. Presentations are also widely used in recruitment process, especially for managerial and supervisory positions. Effective oral presentation helps in saving efforts, time and money for listeners as well as the speaker. It can be used for conveying confidential information to a selected group of individuals which ultimately improves the level of communication & exchange of information. It imparts proper flexibility to audience so that they can take an appropriate decision on a particular topic. Oral communication increases level of participation.
Why are people so worried about giving presentations?
Communicating our ideas clearly and presenting them openly in a public forum is an essential component of success across several domains of life. Being a good public speaker can help us advance our career, grow our business, and form strong collaborations. It can help us promote ideas and move people to action on issues that affect them directly and society at large. To do any of these things well requires a fair amount of standing in front of an audience and delivering a pitch, an idea, or a body of work. And sometimes the only thing that stands between us and our audience is fear. Why people are so worried about giving presentations is the fear of disaster. We have probably all attended at least one disastrous presentation, and we remember how embarrassing and uncomfortable these experience were. So we mentally anticipate the possibility that we could be responsible for a similar disaster.
There are several ways to resolve these anxieties:
➤ Make ourselves feel less nervous both before and during the presentation, accepting that it is perfectly normal to feel nervous to some extent. We should be well prepared. We should use relaxation exercises such as deep breathing.
➤ Behave in ways which are likely to conceal our nerves. In other words, we should behave confidently, and this creates confidence in the audience. Entertain the presentation in a very deliberate way. Rehearse not just the presentation itself but also how we will set our notes, slides etc. Delver the talk in a way which does not attract attention to our level of anxiety. For example, if we know that our hand will shake, then do not use cue cards which we have to hold in front of us. Or hold cue cards but use the other hand to keep our arm steady.
Planning the presentation
Presentations are pre-announced communication. So, in most case we will have adequate time to plan ahead. Planning not only allows us to prepare and assess the effectiveness of our presentation but also boosts our confidence. Rasberry and Lemoine suggest a four steps process of planning the presentation. These steps are:-
➤ Organize the presentation:- This includes deciding when, why, where and to whom the presentation will be delivered. It also includes deciding the way we are going to organize the information we wish to communicate.
➤ Construct the presentation:- In this step, we create an outline of the presentation and assemble the information.
➤ Practice the presentation:- This step includes checking that we can complete it in the time allowed and that we have chosen an appropriate style of delivery.
➤ Deliver the presentation:- This step includes relaxing ourselves before we perform and making sure that we open and close convincingly.
The importance of structure of presentation
The structure is critical in presentation. It must be clear to the audience. All effective presentations make the pattern of organization crystal clear to the audience. There are various patterns we can use. Which one is most effective will depend on the audience and context.
Critical issues and skills in presentations
Critical issues
Some critical issues are:-
➤ Clear objectives:- Do we have clear objectives ?
➤ Knowing the audience :- Do we know our audience? What are they expecting? What views do they already have on the topic?
➤ Clear structure:- Do we have a clear structure of presentation?
➤ Style of expression:- Is our style of expression right?
➤ Setting:- Can we operate effectively in the setting?
Critical skills
Clarity is defined as "clearness or lucidity as to perception or understanding; freedom from indistinctness or ambiguity." It is the latter part that really sticks out to s as a virtue of presentation design. "Freedom of indistinctness or ambiguity," is precisely what we need to achieve in our presentation. We need to be especially careful with technical terms and jargons.
The guidance below will help improve the overall clarity of the presentation:
➤ Speak at an appropriate pace and volume
➤ Check pronunciation of vocabulary in advance – identify important vocabulary and phrases and make sure you know how to say them (see activity below)
➤ Make sure only important points are outlined on the slides – avoid using too much text.
➤ Stand in an appropriate position (not behind the computer or in front of the screen) and maintain eye contact with the audience
➤ Practice, careful preparation and rehearsal will build confidence.
Emphasis
Good presenters usually give us a very clear sense of their main points. In other words, they emphasis what they think are the most important parts of what they say. There are various way to emphasis the main points.
➤ Using NVC to emphasize the verbal message, such as gesture.
➤ Pausing before the key points.
➤ Stressing key parts of the sentence.
➤ Using signposting
Using examples
Examples should be used to illustrate general rules in a particular sequence, depending on the audience, as follows:
➤ If the audience is familiar with the topic but needs to review or be reminded of the rule, then we can use either the rule-example or the example-rule sequence.
➤ If the audience is not familiar with the topic, then we should use the rule-example-rule-sequence. In other words, we tell them the rule, give them an example, and then remind them of the rule.
How to overcome the fear of public speaking?
Fear of public speaking is a common form of anxiety. It can range from slight nervousness to paralyzing fear and panic. Many people with this fear avoid public speaking situations altogether, or they suffer through them with shaking hands and a quavering voice. But with preparation and persistence, we can overcome your fear.
These steps may help:
➤ Know your topic. The better we understand what you're talking about — and the more we care about the topic — the less likely we'll make a mistake or get off track. And if we do get lost, we'll be able to recover quickly. Take some time to consider what questions the audience may ask and have our responses ready.
➤ Get organized. Ahead of time, carefully plan out the information we want to present, including any props, audio or visual aids. The more organized we are, the less nervous we'll be. Use an outline on a small card to stay on track. If possible, visit the place where we'll be speaking and review available equipment before our presentation.
➤ Practice, and then practice some more. Practice our complete presentation several times. Do it for some people we're comfortable with and ask for feedback. It may also be helpful to practice with a few people with whom we're less familiar. Consider making a video of our presentation so we can watch it and see opportunities for improvement.
➤ Challenge specific worries. When we're afraid of something, we may overestimate the likelihood of bad things happening. List our specific worries. Then directly challenge them by identifying probable and alternative outcomes and any objective evidence that supports each worry or the likelihood that your feared outcomes will happen.
➤ Visualize our success. Imagine that our presentation will go well. Positive thoughts can help decrease some of our negativity about our social performance and relieve some anxiety.
➤ Do some deep breathing. This can be very calming. Take two or more deep, slow breaths before we get up to the podium and during our speech.
➤ Focus on our material, not on our audience. People mainly pay attention to new information — not how it's presented. They may not notice your nervousness. If audience members do notice that you're nervous, they may root for us and want our presentation to be a success.
➤ Don't fear a moment of silence. If we lose track of what we're saying or start to feel nervous and our mind goes blank, it may seem like you've been silent for an eternity. In reality, it's probably only a few seconds. Even if it's longer, it's likely our audience won't mind a pause to consider what we've been saying. Just take a few slow, deep breaths.
➤ Recognize our success. After our speech or presentation, give ourselves a pat on the back. It may not have been perfect, but chances are we're far more critical of ourselves than our audience is. See if any of our specific worries actually occurred. Everyone makes mistakes. Look at any mistakes we made as an opportunity to improve our skills.
➤ Get support. Join a group that offers support for people who have difficulty with public speaking. One effective resource is Toastmasters, a nonprofit organization with local chapters that focuses on training people in speaking and leadership skills.
What are presentation styles?
Presentation styles are the techniques a business professional uses when delivering a speech. The best style to choose for a presentation often varies depending on the subject you're discussing, your audience members and the way you prefer to explain the subject matter to your audience. In some cases, you may choose one primary style throughout the entire presentation or you may choose a mixture of styles to better explain your topic.
Common types of presentation styles in the workplace
There's a large variety of styles people may choose to present their subject matter on or give a speech about. Common presentation styles most workplace professionals may deliver include:
Storyteller
Many presenters use this style when they have plenty of time to present on their topic. It's also often used if the presentation doesn't need many numbers, data or statistics to support it. The storyteller presentation style is often anecdotal and uses emotion to grasp the audience's attention and connect with them.
It typically starts with a personal story and connects to the overall topic of the presentation. This is an especially great style to use if you know your audience doesn't react as strongly to charts, data or statistics.
Freeform
When a speaker has extensive experience in the topic they're discussing, they often use a freeform style to expand upon it. The freeform style involves personal storytelling through short stories about their personal experiences regarding the specific topic. When presenting using this style, speakers rarely use slides or statistics. Instead, they use their stories to emphasize each point they're trying to make. This usually helps the speech look more impromptu, creative and personal, rather than an overly rehearsed speech.
Visual
This style involves using many visual elements to support their topic and discussion points. They use charts, images, graphs and any other visual aids to help the audience better picture and understand the subject. It's important for presenters using this style to have a strong mixture of both text and visuals to help round out their overall presentation. This is also a great style to use if you have complex or in-depth talking points that you want your audience to understand more easily.
Director
Presenters who use a director style enjoy structuring their slides, transitions and talking points to have a logical and linear flow. They usually write and follow a clear script, with little to no improvisation occurring during the speech. This is often used by speakers who have a strict timeframe they must stay within and many topics to cover. They typically plan to discuss a certain talking point at a specific time during the speech to ensure they're in control and on topic the entire presentation.
Data scientist
This presentation style uses facts, data, analysis and statistics to explain and expand upon their talking points. Using a data scientist presentation style helps presenters prove a point and persuade their audience. If you're giving a presentation on a subject that needs additional facts and data to support it, this presentation style is a great one to use. It's also beneficial for business professional audiences looking for evidence and proof to what you're discussing, rather than storytelling or anecdotes.
Closer
Presenters using the closer style are great at convincing their audience to take action. They often know their audience well and can make their talking points compelling enough to connect with the audience and drive them to make a decision. Most professionals using this presentation style understand the end goal and use their speech to efficiently reach it.
These presentations are often much shorter than most, as the speaker may briefly deliver their key points and end the presentation with an appealing offer to the audience.
Connector
Connector presentations involve the speaker engaging and connecting with their audience. This usually entails the speaker regularly asking questions and encouraging audience feedback and engagement. Speakers typically use this method to demonstrate their shared similarities with the audience to better connect with them.
This is a great presentation style to use if you're a salesperson presenting early on in the sales process. It helps you understand the audience's goals and challenges and explains to them how you can solve these problems.
Instructor
Many speakers use this presentation style when they're teaching their audience about a complex or high-level subject. It involves using familiar phrases, figures of speech, metaphors and visuals to break down a difficult topic into simpler terms the audience will more easily understand.
The decks for this presentation style are usually in a logical order to support ideas and the overall presentation and keep the audience engaged. This style is best used by presenters who are highly knowledgeable about their subject matter.
Coach
This presentation style is great for speakers who are highly enthusiastic about their topic. They're often excited to teach their audience, which makes them more excited to engage and connect with them. Methods presenters of this style commonly use are audience interaction and role-playing. They're usually selling the audience on an overall idea rather than the details of a specific subject. This method is often used during motivational speeches.
Persuader
This style is used when the speaker is trying to get the audience to better understand and agree with their point of view. It's often used during a sales pitch. Some persuasive speeches use emotions to better connect and relate to the audience. This is often the best style to use if your main goal of the presentation is to convince or persuade your audience to do something.
Interactive
This presentation style involves the speaker interacting with the audience by handing out outlines or notes before beginning the presentation. They may also use whiteboards or other visuals to keep the audience engage in and understanding the speaker's talking points.
Keeping the audience engaged and involved in specific talking points throughout the presentation also helps speakers follow along and feel part of the presentation. Printouts also allow the audience to write in notes or questions to ask the speaker to better understand the topic.
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